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Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning

Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

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During strategic execution, companies invest considerable resources and leadership time towards building alignment, mindset and capability. However, PowerPoint presentations and off-site events often fail to make the expected impact, as messaging gets lost in the crowd. Traditional methods rely heavily on one-way communication and create missed engagement at a deep visceral level. Discover how customized business simulations and experiential learning tools can be used to engage people more deeply in the strategy, accelerate implementation, and deliver business results.

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Page 1: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

Achieving Exceptional StrategyExecution with Business

Simulations and ExperientialLearning

Page 2: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

2

Why?

Are business simulationsand experiential learning

better suited thantraditional learning

methodologies to facilitatethe behavioural change

that it is needed to supportStrategy Execution

Page 3: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

3

Why the need for Strategy Execution?

An alarming 57% of firms failed to efficiently executestrategic initiatives over the past three years *

An alarming 57% of firms failed to efficiently executestrategic initiatives over the past three years *

Companies on average deliver only 63%of the financial performance their strategy promised **

Companies on average deliver only 63%of the financial performance their strategy promised **

It’s no surprise that today’s CEOs identify strategy execution as their most pressing concern.***

* Economist Survey** Harvard Business Review*** Conference Board Survey

Page 4: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

4

• Retention is low

• Critical elements needed forexecution

• Information is not enough3 Reasons:

Why not? • Adults want to be persuaded

• Adult based learning principles

• VUCA world

3 Reasons:

Why ?

Traditional

Buss Sims

Page 5: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

5

Business Simulations are powerful tools todrive behavioural change!

Page 6: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

What is a business simulation?

Industry or competitive market place

Company

Department

Page 7: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Page 8: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Page 9: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

Models, MSRP,Invoice, and Priceare customized to

the region.

Page 10: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Page 11: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Page 12: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Page 13: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Page 14: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
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15

• Retention is low

• Critical elements needed forexecution

• Information is not enough3 Reasons:

Why not? • Adults want to be persuaded

• Adult based learning priciples

• VUCA world

3 Reasons:

Why ?

Traditional

Buss Sims

Page 16: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

16

Retention is lowAverage

Retention Rate

5%

10%

20%

30%

From Corporate Universities, Jeanne Meister

50%

75%

80%

Discussion Group

Practice by Doing

Teach Others / Immediate Use

Competitive,simulation-basedaction-learning

Lecture

Reading

Audio-Visual

Demonstration

Page 17: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

Fortune magazine - Michael Schrage

“successful adultstypically need topersuade themselvesthrough their ownexperience”

Page 18: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

18

• Retention is low

• Critical elements needed forexecution

• Information is not enough3 Reasons:

Why not? • Adults want to be persuaded

• Adult based learning priciples

• VUCA world

3 Reasons:

Why ?

Traditional

Buss Sims

Page 19: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

19

i = b

i + = b

*Michael Schrage - Serious Play

Change in information Change in behavior

Information is not enough – adults want to be persuaded

Experiential learning allows individuals to persuade themselves

simulation

Page 20: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

20

• Retention is low

• Critical elements needed forexecution

• Information is not enough3 Reasons:

Why not? • Adults want to be persuaded

• Adult based learning principles

• VUCA world

3 Reasons:

Why ?

Traditional

Buss Sims

Page 21: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

Chris Argyris

Page 22: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

In single-loop learning, individuals, groups, ororganizations modify their actions according to thedifference between expected and obtained

outcomes.

“Argyris & Schön (1978)

Distinguished between single-loop and double-looplearning.

Page 23: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

Double-loop learning

……question the values, assumptions andpolicies that led to the actions in the first place;if they are able to view and modify those, thensecond-order or double-loop learning has taken

place….

Page 24: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Page 25: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Page 26: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

SINGLE LOOP LEARNING

GroupcomparisonThe simulation Financials and

KPIs

CompareAction Result

Page 27: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

Double-loop learning

……question the values, assumptions andpolicies that led to the actions in the first place;if they are able to view and modify those, thensecond-order or double-loop learning has taken

place….

Page 28: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

DOUBLE LOOP LEARNINGC O G N I T I V E

T RANSFERENCE TO REALITY

InputsCompareAction Result

I N T U I T I V E

Learning Loops

Assumptions/Paradigms

Page 29: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

The A-Ha loop!

Page 30: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

A typical simulation experience

Feedback Sessions

2 3

ApplicationSession

45

1 6

StrategicPlanning

Simulation Rounds

Pre-Work

3-4 DecisionRounds

Know-How Sessions

Do

ReflectApply

Page 31: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

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• Retention is low

• Critical elements needed forexecution

• Information is not enough3 Reasons:

Why not? • Adults want to be persuaded

• Adult based learning principles

• VUCA world

3 Reasons:

Why ?

Traditional

Buss Sims

Page 32: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

What we learned

Page 33: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

E = A M C

Page 34: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

ActivitiEs

Page 35: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

Strategy Executions

Page 36: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

E : Alignment

Page 37: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Page 38: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

3 Questions

Page 39: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

Alignment1.Can you summarize your strategy, and

what makes it distinctive, in 30 words orless?

2.Would your direct reports say the samething?

3.Do lower levels know where and how theycontribute to driving the business?

Page 40: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

E : Alignment

the right actions and decisions atall levels

Page 41: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

E : AWhere?

Page 42: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

E : A + CapabilitiesWhere?

Page 43: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

E : A + Capabilities» Business Acumen Systems» Leadership Acumen + Processes» Functional Acumen Structure

Page 44: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

E : A * C

the right actions, faster

Page 45: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Page 46: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

Discretionary EffortEmotional Commitment

Employee Engagement

Page 47: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

High LeverageBehaviors

Experience the need and impactof high leverage behaviors

Page 48: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

E = A M C

Page 49: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

49

• Retention is low

• Critical elements needed forexecution

• Information is not enough3 Reasons:

Why not? • Adults want to be persuaded

• Adult based learning principles

• VUCA world

3 Reasons:

Why ?

Traditional

Buss Sims

Page 50: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

We are in a VUCA WorldWe are in a VUCA World

50 15-Oct-13

Volatility:

Uncertainty:

Complexity:

Ambiguity:

Page 51: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

We are in a VUCA WorldWe are in a VUCA World

51 15-Oct-13

Volatility: The nature, dynamics and speed of change andchange forces; lack of predictability, potential for surprise

Uncertainty: Incomplete knowledge about the currentsituation. Cause and effect relationships are not evident. Lackof predictability and potential for surprise

Complexity: The multiplex of forces, the confounding of issuesand the chaos and that surrounds an organization.

Ambiguity: The haziness of reality, the potential for misreads,and the mixed meanings of conditions; cause-and-effectconfusion

Page 52: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

Knowledge

Assumption

Page 53: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

53

• Retention is low

• Critical elements needed forexecution

• Information is not enough3 Reasons:

Why not? • Adults want to be persuaded

• Adult based learning principles

• VUCA world

3 Reasons:

Why ?

Traditional

Buss Sims

Page 54: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Page 55: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

55

• Retention is low

• Critical elements needed forexecution

• Information is not enough3 Reasons:

Why not? • Adults want to be persuaded

• Adult based learning principles

• VUCA world

3 Reasons:

Why ?

Traditional

Buss Sims

Page 56: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

56

If you had to remember one thingfrom this presentation!

Business Simulations are powerful tools to drivebehavioural change!

Page 57: Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

Thank you and please visit theBTS stand

[email protected]